learning contract

HBO680 LEADERSHIP FOR ENTREPRENEURSHIP AND INNOVATION

Individual assignment:-Development of Learning Contract

MUHAMMAD BABU

R FARRUKH

7441932

MUHAMMAD BABUR FARRUKH – 7441932 HBO680 DEVELOPMENT OF LEARNING CONTRACT

DEVELOPMENT OF LEARNING CONTRACT “What do I need to change in myself in order to improve my leadership ability?”

If your actions inspire others to dream more, learn more, do more and become more, you are a leader.

John Quincy Adams (6th president of the USA, 1767 –1848)

There have literally thousands of books written on this subject, and whilst it is always useful to learn from others, leadership is a factor of much more than theories. Each person has to find a way of leading that is congruent with who they are, so it comes over as authentic.

Leaders tend to look for ways to develop and expand their leadership skills throughout their work lives. They continue their leadership activities into their retirement years. It’s important for leaders to journal, make learning contracts. The leader’s journal becomes an important tool for a leader in keeping up on personal reactions to events and readings that help guides a leader in future interactions with others.

In the last 60 years there has been a revolution in Leadership from ‘Command & Control’ to ‘Business Leadership’. The change in the understanding of leadership is as significant as the fall of communism. Change is at the root of it.

John Adair, of University of Surrey & Sandhurst, described three levels of leadership (1973):-

Team leadership (control of a single team)

Operational leadership (control of a number of teams which make up a complete operation)

Strategic Leadership (control of the entire business/ organisation)

Leadership is required at all levels of an organisation, and teamwork is required to bind the teams together.

According to John Adair’s Action Centred Leadership model (1972), a leader should possess;

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Achieve Task• Defining the task • Making a plan • Allocating work and resources • Controlling quality and tempo of work • Checking performance

Develop Individuals• Developing and coaching individuals • Attending to personal problems • Offering recognition and status

Team Functions• Establishing clear standards • Maintaining discipline • Building team spirit • Encouraging a sense of purpose

Going in-depth of this model, a Leader must possess the following qualities:-

Empathy : Create a legitimate rapport with the staff make it less likely that personal issues and resentment can creep in and derail a group. When the team knows that he/she is empathetic to their concerns, they will willingly work and share their vision, rather than foster negative feelings.

Integrity : Another characteristic of leadership that lends itself to credibility. Those who are honest, especially about concerns, make it far more likely that obstacles will be addressed rather than avoided. Honesty also allows for better assessment and growth. Toughness, fairness and being demanding

Flexibility : Not every problem demands the same solution. By being flexible to new ideas and open-minded enough to consider them, a leader increases the likelihood that he/she will find the best possible answer. They will set a good example for their teams and reward good ideas.

Communication : Effective communication helps keep the team working on the right projects with the right attitude. If he/she communicate effectively about expectations, issues and advice, the staff will be more likely to react and meet your goals.

Direction : Having the vision to break out of the norm and aim for great things --then the where withal to set the steps necessary to get there-- is imperative for a good leader to possess. By seeing what can be and managing the goals on how to get there, a good leader can create impressive change.

Motivate : A leader’s ability to motivate his team members is another very important aspect that one needs to keep in mind. If he/she can motivate everyone as a team and individually, there will be peace and harmony amongst them. They will all want to impress you, work with a new vigour and come up with innovative ideas; all because you instilled your confidence in them to get the job done something they might’ve thought was very hard to accomplish.

Lead by Example : Set an example. A leader who sets an example further enhances his credentials in front of his followers. It convinces his pupils that he is not afraid of

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“taking the bull by the horn”, as the saying goes, or “is not afraid to get down and dirty” and if needed, can integrate without disrupting the dynamics of the group.

As he moves up this pyramid, he/she also needs to:-

Set a direction Align peoples’ efforts Bring out the best in people Act as a change agent Handle uncertainty & crises

A point of note with regards to the qualities is that it is impossible to be 100% in all aspects. Sometimes a leader has to lie in order to keep the moral up, or to keep the workers from getting distracted from the task at hand. What is required is consistency. Be consistent in all these areas and people will be better able to judge you, and hence be able to take you under their confidence with delicate matters.

During my Masters of Management course, I have completed HBO580 Leading and am now, reaching the end of HBO680 Leadership for Entrepreneurship and Innovation. Over the course of these modules, we, as a class, were required to participate in class activities. Most of them were questionnaires, with the final score categorising us in terms of personality, leadership style, self confidence as a leader or a critical analysis of oneself; pin-pointing where one should look in order to improve. It’s true, that questionnaires and such activities are not an exact science. However, they do help us to pinpoint where one is lacking.

All of these activities have helped me in underlining the main issue that I still need to develop at a much more competent level, i.e., to become a motivator.

According to Maslow’s hierarchy of needs (1943), further probed by Yankelovich, D. (1981), people behave in a way that satisfies a need or drive. When it is satisfied, they move on to higher needs (for recognition or personal growth, as is the case with individuals). This is something I have not been able to address. Motivating has been a handicap for me since every person is unique. Also, since I work in multi cultural surroundings, my lack of knowledge of other cultures works against me. We get excellent results, at the end of the day, but there is a lot of love lost at the end of the day.

While working on my Managing Culture and Diversity presentation; I was paired up with Omar Maged from Egypt and Sheikh Saad Zafar from Pakistan; people from regions I was familiar with since I am a Pakistani and had lived extensively in Oman. The first day, sensing the lack of a leader I took the initiative and put forward my views on how we should go about the presentation. We had a few disagreements on the way and at times we were working as individuals. However, as the D-day came close I rallied them, called for a temporary truce to any issues that were present, and to pull through as a well oiled machine. My call was met with positivity and we were able to out score every other group.

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© Alan chapman 2001-4 based on Douglas McGregor's X-Y Theory

D. McGregor’s X-Y Theory (1960) explains this situation most convincingly. I was more following the Theory X philosophy; authoritative, no development, tight control. I was under the impression that lack of leadership would help in them understanding and accepting my vision of how we should go about the presentation. However, with high powered, individuals, used to working alone it was hard to keep them motivated since they found it hard to gel as a team. I am actually more of a leader, as categorised by Theory Y; liberating and developmental, empowering and giving responsibility, achievement and continuous improvement achieved by enabling. but I thought that a stricter leader would be more beneficial in this case. Looking back I don’t think being a typical Theory Y leader I would’ve succeeded, but I if the outcome would have been the same with les drama I would have taken it any day.

How to resolve this?

I have read some theories and I think what I have read would help me immensely in terms of overcoming my deficiencies as a motivator. Out of all, Scouller's Three Levels of Leadership (2011), if I apply it correctly to myself, would help me improve on my motivation skills and make me a competent leader. The three levels or the 3P’s, as they are commonly known nowadays, are;

The Public Leadership level involves a leader's actions in a group setting (for example, a meeting) or when trying to influence an organization as a whole. It includes setting the vision, ensuring unity of purpose, achieving the group task, building an atmosphere of trust and togetherness and creating peer pressure towards shared, high performance standards.

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http://www.businessballs.com/mcgregor.htm


If I initiate small ice breaking activities; like everyone introducing themselves to the rest of the group, sharing your worst experiences, or an informal lunch/drinks, where everyone can get to know each other, outside the workplace, it would put the group at ease in front of each other, erasing possible awkwardness. Next time the whole group assembles it would be straight down to business; everyone would already be acquainted to each other. Things would be more casual and more work would be able to get done. Creating a sense of unity, trust towards each other, reaching goals, making them gel together, are all things that I would like to integrate into my leadership qualities

Private Leadership is the leader's one-to-one handling of group members. It recognises that although team spirit is essential, everyone is an individual with differing levels of confidence, resilience, experience and motivation. Individuals need individual attention as well as group bonding.

Most important part which has to be kept in mind is that every person is a unique individual. Some are motivated by money, some by fame; some want a sense of belonging while others want recognition. The key is to understand each individual’s needs and wants and give it to them before they ask for it. Where needed, giving confidence and a bit a freedom to do one’s work more efficiently would be something I want to add to my arsenal of leadership skills.

The Personal Leadership level is the most influential of the three levels. It refers to leaders' technical, psychological and moral growth and its effect on their leadership presence, know-how, skill and behaviour. It drives a leader's emotional intelligence, personal impact, skill, judgement, and insight in action.

To be fairly honest, I think I already excel in this department. Why? Because I do a lot of background reading about a topic before I meet my group. It has been my perception that as a leader, one should come prepared, irrespective of whether the others are prepared or not. Apart from my own knowledge on topics (one’s which interest me!) I try to get extra information; not an in-depth analysis, but a general overall concept of the whole topic, jotting down important events, dates, major breakthroughs, future developments; basically build a time line and summarise it with small notes. If I get enough time, I find links, journals, articles or books for in-depth information on the subject, to be presented in case anyone wants more information or is curious about certain facts.

I also hope to grow morally as well as mature psychologically; not getting corrupted by the wealth’s on offer, not getting seduced by the lure of power, be strong under-pressure, lead the team by example, motivate them to achieve better results, keep them in line from abusing their powers, all this while keeping a healthy and positive atmosphere amongst the group. As the saying goes;

"You can be appointed as a manager, but you aren’t a leader till people choose to follow you”

John Adair (Leadership theorist and author of forty books, 1934 – Present)

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REFERENCES

1. Neher, A. (1991) “Maslow’s Theory of Motivation: A Critique”, Journal of Humanistic Psychology 31(3): pp. 89–112.

2. Maslow, A. (1954), Motivation and Personality. New York: Harper and Row.3. Yankelovich, D. (1981) New Rules: Searching for Self-Fulfilment in a World Turned4. Upside Down. New York: Random House.5. Webb, K. (2007). Motivating Peak Performance: Leadership Behaviors That Stimulate

Employee Motivation and Performance. Christian Higher Education, 6(1), pp.53-716. Adair, J.E. (1973), "Action-Centred Leadership". McGraw-Hill, London.7. McGregor, Douglas. (1960), the Human Side of the Enterprise. New York: McGraw-Hill,

Inc.8. Heil G., Bennis W., and Stephens D. (2000). Douglas McGregor Revisited: Managing the

Human Side of the Enterprise (p. 236). New York: John Wiley & Sons, Inc.9. Scouller, J 2011, the three levels of Leadership: How to Develop Your Leadership Presence,

Know how and Skill, 1 edn.

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APPENDIX

How Good Are Your Leadership Skills?Instructions:For each statement, click the button in the column that best describes you. Please answer questions as you actually are (rather than how you think you should be), and don't worry if some questions seem to score in the 'wrong direction'. When you are finished, please click the 'Calculate My Total' button at the bottom of the test.

StatementNotat all

Rarely

Sometimes

Often

Very

Often

1 When assigning tasks, I consider people’s skills and interests.

2 I doubt myself and my ability to succeed.

3 I expect nothing less than top-notch results from people.

4 I expect higher quality work from my people than I sometimes deliver myself.

5 When someone is upset, I try to understand how he or she is feeling.

6 When circumstances change, I can struggle to know what to do.

7 I think that personal feelings should be allowed to get in the way of performance and productivity.

8 I am highly motivated because I know I have what it takes to be successful.

9 Time spent worrying about team morale is time that’s wasted.

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I get upset and worried quite often in the

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workplace.

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My actions show people what I want from them.

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When working with a team, I encourage everyone to work toward the same goal.

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I make exceptions to my rules and expectations – it’s easier than being the enforcer all the time!

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I enjoy planning for the future.

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I feel threatened when someone criticizes me.

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I take time to learn what people need from me so they can be successful.

17

I’m optimistic about life, and I can see beyond temporary setbacks and problems.

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I think that teams perform best when individuals keep doing the same tasks and perfecting them, instead of learning new skills and challenging themselves.

Total =

77

Score InterpretationScore Comment

18-34

You need to work hard on your leadership skills. The good news is that if you use more of these skills at work, at home, and in the community, you'll be a real asset to the people around you. You can do it – and now is a great time to start! (Read below to start.)

35-52 You're doing OK as a leader, but you have the potential to do much better. While you've built the foundation of effective leadership, this is your opportunity to improve your skills, and become the best you can be. Examine the areas where you lost points below, and determine what you can do to

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develop skills in these areas.

53-90

Excellent! You're well on your way to becoming a good leader. However, you can never be too good at leadership or too experienced – so look at the areas below where you didn't score maximum points, and figure out what you can do to improve your performance.

There are many leadership skills and competencies that, when combined and applied, go toward making you an effective leader. You have the ability to develop each of these skills within yourself. Read on for specific ideas on how you can improve your leadership skills!

Personal CharacteristicsSuccessful leaders tend to have certain traits. Two keys areas of personal growth and development are fundamental to leadership success: self-confidence, and a positive attitude.Self-confident people are usually inspiring, and people like to be around individuals who believe in themselves and what they're doing. Likewise, if you're a positive and optimistic person who tries to make the best of any situation, you'll find it much easier to motivate people to do their best.

Self-Confidence (Questions 2, 8)

Your score is 7 out of 10

Self-confidence is built by mastering significant skills and situations, and by knowing that you can add real value by the work you do. One of the best ways to improve your confidence is to become aware of all of the things you've already achieved.

Our article on Building Self-Confidence explains what you can do to understand yourself better and build your self-confidence. From there, you'll begin to make the most of your strengths and improve your weaknesses. Mind Tools Club members can explore this further with our Bite-Sized Training session on Personal SWOT Analysis.

Positive Attitude and Outlook (Questions 10, 17)


A positive mind-set is also associated with strong leadership. However, being positive is much more than presenting a happy face to the world: you need to develop a strong sense of balance, and recognize that setbacks and problems happen – it's how you deal with those problems that makes the difference.Positive people approach situations realistically, prepared to make the changes necessary to overcome a problem. Negative people, on the other hand, often give in to the stress and pressure of the situation. This can lead to fear, worry, distress, anger and failure.Stress management techniques, including getting enough Rest, Relaxation and Sleep as well as physical exercise, are great ways of getting rid of negative thoughts and feelings. Understanding your thinking patterns, and learning to identify and eliminate negative thinking are key. You can learn how to do this in our article onThought Awareness, Rational Thinking and Positive Thinking, and Mind Tools Club Premium members can find out how to become more optimistic in our Book Insight on Learned Optimism.

Emotional Intelligence (Questions 5, 15)


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http://www.mindtools.com/community/Premium/BookInsights.php#Learned_Optimism

http://www.mindtools.com/pages/article/newTCS_06.htm




http://www.mindtools.com/community/Bite-SizedTraining/PersonalSWOT.php

http://www.mindtools.com/selfconf.html


The concept of emotional intelligence used to be referred to as "soft skills," "character", or even "communication skills". The more recent idea of Emotional Intelligence (EQ) offers a more precise understanding of a specific kind of human talent. EQ is the ability to recognize feelings – your own and those of others – and manage those emotions to create strong relationships.Learning to develop Empathy is essential for emotional intelligence, as is communicating effectively, and practicing Empathic Listening. These all help you really understand the other person's perspective.

Transformational Leadership

Transformational leadership is a leadership style where leaders create an inspiring vision of the future, motivate their followers to achieve it, manage implementation successfully, and develop the members of their teams to be even more effective in the future. We explore these dimensions below.

Providing a Compelling Vision of the Future (Questions 6, 14)


This is your ability to create a Vision of the Future, and to present this vision in a way that's compelling and inspiring to the people you lead.

The first part of being able to do this is having a thorough knowledge of the area you're operating in. See our Bite-Sized Training session on Building Expert Power to find out how to develop this.From there, good use of strategic analysis techniques can help you gain the key insights you need into the environment you're operating in, and into the needs of your clients. See the Strategy Menu for more than 50 powerful techniques that give you these insights.With these tools, you can identify the challenges you face and identify the options available to you. Good use of Prioritization Skills and Decision-Making Techniques will help you identify your best strategic options, and validate your chosen way forward.Finally, to sell your vision, you need the ability to create a compelling and interesting story. Our article on Powers of Persuasion can help you open closed minds, so that people consider your ideas fairly. Another great way of inspiring people is to use vivid stories to explain your vision: Premium members can find out more about this in our Expert Interview with Annette Simmons, titled whoever tells the Best Story Wins.

Motivating People to Deliver the Vision (Questions 9, 12)


This is closely related to creating and selling a vision. You must be able to convince others to accept the objectives you've set. Emphasize teamwork, and recognize that when people work together, they can achieve great things. To provide effective leadership by linking performance and team goals, use Management by Objectives (MBO) and Key Performance Indicators (KPIs).Ultimately, goal acceptance is about finding ways to motivate people. To better understand your ability to motivate, complete our quiz How Good Are Your Motivation Skills?, and explore our articles on Herzberg's Motivators and Hygiene Factors, and Sirota's Three Factor Theory.

Being a Good Role Model (Questions 4, 11)


Good leaders lead by example. They "do what they say," and "say what they do." These types of leaders are trustworthy, and show integrity. They get involved in the daily work where needed, and they stay in touch with what's happening throughout the organization. Great leaders don't

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http://www.mindtools.com/pages/article/newLDR_60.htm

http://www.mindtools.com/pages/article/newTMM_57.htm





http://www.mindtools.com/community/Premium/expertopinion.php#Annette

http://www.mindtools.com/pages/article/PowersofPersuasion.htm

http://www.mindtools.com/pages/article/newTED_00.htm

http://www.mindtools.com/pages/article/newHTE_92.htm

http://www.mindtools.com/pages/main/newMN_STR.htm

http://www.mindtools.com/community/Bite-SizedTraining/ExpertPower.php


http://www.mindtools.com/CommSkll/EmphaticListening.htm

http://www.mindtools.com/pages/article/EmpathyatWork.htm

http://www.mindtools.com/pages/article/newCDV_59.htm


just sit in their offices and give orders; they demonstrate the actions and values that they expect from the team.As with building vision above, a key part of being a good role model is leading from the front by developing expert power. A leader can't rely on position alone: by keeping current, and staying relevant within the organization, you'll inspire people because you're worthy of your power and authority, not just because you're the boss.

Managing Performance Effectively (Questions 3, 13)


Effective leaders manage performance by setting their expectations clearly and concisely. When everyone knows what's expected, it's much easier to get high performance. There's little uncertainty, therefore you can deal with performance issues quickly. And if things have already started to slide, our article on Re-Engaging Team Members offers some excellent tips for turning a negative situation back to a positive one.As you create rules, help the team understand Why the Rules Are There. Involve them in the rule-making process, and make sure your expectations align with the resources and support available. Apply rules fairly and consistently.

Providing Support and Stimulation (Questions 1, 7, 16, 18)


The last two dimensions of transformational leadership require you to commit to developing your people. To be highly motivated at work, people usually need more than a list of tasks to be completed each day. They need challenges and interesting work. They need to develop their skills, and feel supported in their efforts to do a good job.---------------------------------------------------------------------------------------------------------------------------

Scouller's Three Levels of Leadership - Summary of the three levels

Here is a more detailed summary of Scouller's Three Levels of Leadership:

Scouller's Three Levels Of Leadership (3P) Model - summary of details

Public LeadershipPrivate

LeadershipPersonal Leadership

The 'Public Leadership' level involves a leader's actions in a group

setting (for example, a meeting) or when trying

to influence an organization as a whole.

Includes setting the vision, ensuring unity of purpose, achieving the group task,

building an atmosphere of

'Private Leadership' is the leader's one-to-one

handling of group members.

It recognises that although team spirit is

essential, everyone is an individual with differing

levels of confidence, resilience, experience

and motivation.

The 'Personal Leadership' level is the most influential of the three

levels. It refers to leaders' technical, psychological and moral

growth and its effect on their leadership presence, know-how, skill and behaviour. It drives

a leader's emotional intelligence, personal impact, skill, judgement, and insight in action. (US-English,

judgment)

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trust and togetherness and creating peer pressure towards shared, high

performance standards.

There are 34 Public Leadership

behaviours across two areas:

- 22 Group Purpose and Task

- 12 Group Building and Maintenance

The 22 Group Purpose and Task behaviours set the

group's aims and get the job done. They divide into four

sub-groups:

- Setting the vision, staying focused (4 behaviours)

- Organising, giving power to others (2 behaviours)

- Ideation, problem-solving, decision-making (10

behaviours)- Executing (6 behaviours)

The 12 Group Building and Maintenance

behaviours create and uphold a group identity and

atmosphere of shared responsibility for overall

performance. There are two sub-groups of behaviours:

- Leader out in front (5 behaviours)

- Leader in among the group (7 behaviours)

Leaders need to balance their attention to

Individuals need individual attention as well as group bonding.

There are 14 private leadership

behaviours across two categories:

- 5 Individual Purpose and Task

- 9 Individual Building and Maintenance

There are 5 Individual Purpose and Task

behaviours: appraising, selecting, disciplining,

goal-setting, and reviewing.

The 9 Individual Building and Maintenance

behaviours are for growing and upholding each individual's 'know-

how', skills and confidence. They include

getting to know colleagues as individuals

and building relationships, attracting

new talent, and assessing people's competence and

commitment.

As in Public Leadership, leaders need to balance their attention to both areas to avoid missing

important aspects of individuals'

effectiveness.

Scouller says, "Personal Leadership is the key to what Jim Collins called 'the inner development of a person

to level 5 leadership' in his book Good to Great."

Personal Leadership has three elements:

1. Technical 2. Attitude Towards Others

3. Self-Mastery

1. Technical: knowing your technical weaknesses and continually

updating your knowledge and skills. It involves:

- Learning time management and the basics of individual and group

psychology. - Practising the six skill sets that support the public and private behaviours. They are: (1) group

problem solving and planning; (2) group decision-making; (3)

interpersonal ability; (4) managing group process; (5) assertiveness; (6)

goal-setting.

2. Attitude towards others: this is about believing other people to be as

important as you - or learning to believe it. This is important because

your attitude towards others will largely decide how much they trust

you as a leader. It involves developing the five characteristics of

an effective attitude (interdependence, appreciation,

caring, service, balance) by creating a compelling shared vision and by practising self-

mastery.

3. Self-Mastery: this is working on self-awareness and flexible

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purpose/task and building/maintenance.

Some leaders over-emphasise the former and ignore the need to create a

team spirit. Others are more concerned with atmosphere

and pay insufficient attention to results.

command of your psyche, enabling you to let go of limiting beliefs and old habits, connect with your values, let your leadership presence flow

and act authentically in the service of those you lead. It

involves:

- Understanding the principles of and obstacles to personal change.

- Practising self-mastery techniques, drawing on modern psychology

and neuroscientific research.

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John Adair's Action-Centred Leadership model

John Adair is a prolific writer on leadership and first published his Action-Centred Leadership model in the 1970s. Adair has written several more books that describe this model, notably Effective Leadership (1983).

A more detailed summary of Adair's Action-Centred Leadership Model has been available on this website for many years; such is the significance of Adair's work in leadership learning and development.

As Adair himself explains, his thinking emerged from group dynamics - the study of how groups form, evolve and work - and he adapted it to form his fundamental leadership model.

It is most commonly and very simply represented by Adair's famous three circles diagram, interpreted here as follows.

Adair's Action-Centred Leadership 'three circles' diagram

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Note that the Action-Centred Leadership three-circle diagram, in any format, is a registered trademark belonging to John Adair, and this must be clearly acknowledged when referencing it.

The diagram very elegantly symbolizes the three main overlapping and integrated functional responsibilities of a leader, according to Adair's theory.

The Action-Centred Leadership model states that the leader must pay attention simultaneously to three areas of need:

Your responsibilities as a manager for achieving the task are: identify aims and vision for the group, purpose, and direction - define the activity (the

task) identify resources, people, processes, systems and tools (inc. financials,

communications, IT) create the plan to achieve the task - deliverables, measures, timescales, strategy and

tactics establish responsibilities, objectives, accountabilities and measures, by agreement and

delegation set standards, quality, time and reporting parameters control and maintain activities against parameters monitor and maintain overall performance against plan report on progress towards the group's aim review, re-assess, adjust plan, methods and targets as necessary

Your responsibilities as a manager for the group are: establish, agree and communicate standards of performance and behaviour establish style, culture, approach of the group - soft skill elements monitor and maintain discipline, ethics, integrity and focus on objectives anticipate and resolve group conflict, struggles or disagreements

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assess and change as necessary the balance and composition of the group develop team-working, cooperation, morale and team-spirit develop the collective maturity and capability of the group - progressively increase

group freedom and authority encourage the team towards objectives and aims - motivate the group and provide a

collective sense of purpose identify, develop and agree team- and project-leadership roles within group enable, facilitate and ensure effective internal and external group communications identify and meet group training needs give feedback to the group on overall progress; consult with, and seek feedback and

input from the group

Your responsibilities as a manager for each individual are: understand the team members as individuals - personality, skills, strengths, needs, aims

and fears assist and support individuals - plans, problems, challenges, highs and lows identify and agree appropriate individual responsibilities and objectives give recognition and praise to individuals - acknowledge effort and good work where appropriate reward individuals with extra responsibility, advancement and

status identify, develop and utilise each individual's capabilities and strengths train and develop individual team members develop individual freedom and authority

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